Conflict can improve team effectiveness. The problem is that, once aroused, conflict is difficult to
control. (Amason, et al, 1995, p. 29)
C-Type Conflict (Cognitive)
Disagreements about substantive differences of opinion improve team effectiveness and produce:
• Better decisions
• Increased commitment
• Increased cohesiveness
• Increased empathy
• Increased understanding
A-Type Conflict (Affective)
Disagreements over personalized, individually oriented matters reduce team effectiveness and produce:
• Destructive conflict
• Poorer decisions
• Decreased commitment
• Decreased cohesiveness
C-Type Conflict
As long as the disagreements among team members focus on substantive, issue-related differences of
opinion, they tend to improve team effectiveness. Such cognitive conflict is a natural part of a properly
functioning team. C-type conflict occurs as team members examine, compare and reconcile these differences.
It requires teams to engage in activities that are essential to a team’s effectiveness. It focuses
attention on the all-too-often ignored assumptions that may underlie a particular issue.
A-Type Conflict
Affective conflict lowers team effectiveness by fostering hostility, distrust, cynicism, avoidance and
apathy among team members. This type of conflict focuses on personalized anger or resentment, usually
directed at specific individuals rather than ideas. It often emerges when C-type conflict becomes corrupted
because members lack the skills or norms to disagree gracefully. In such settings, disagreement about
ideas can become personalized.
Under these conditions, not only the quality of solutions declines, but also commitment to the team
erodes because its members no longer identify themselves with the teams' actions. A downward spiral of
reduced effectiveness results.
Outcomes of Conflict in Teams
Conflict can improve team effectiveness. The problem is that, once aroused, conflict is difficult to
control. (Amason, et al, 1995, p. 29)
C-Type Conflict (Cognitive)
Disagreements about substantive differences of opinion improve team effectiveness and produce:
• Better decisions
• Increased commitment
• Increased cohesiveness
• Increased empathy
• Increased understanding
A-Type Conflict (Affective)
Disagreements over personalized, individually oriented matters reduce team effectiveness and produce:
• Destructive conflict
• Poorer decisions
• Decreased commitment
• Decreased cohesiveness
C-Type Conflict
As long as the disagreements among team members focus on substantive, issue-related differences of
opinion, they tend to improve team effectiveness. Such cognitive conflict is a natural part of a properly
functioning team. C-type conflict occurs as team members examine, compare and reconcile these differences.
It requires teams to engage in activities that are essential to a team’s effectiveness. It focuses
attention on the all-too-often ignored assumptions that may underlie a particular issue.
A-Type Conflict
Affective conflict lowers team effectiveness by fostering hostility, distrust, cynicism, avoidance and
apathy among team members. This type of conflict focuses on personalized anger or resentment, usually
directed at specific individuals rather than ideas. It often emerges when C-type conflict becomes corrupted
because members lack the skills or norms to disagree gracefully. In such settings, disagreement about
ideas can become personalized.
Under these conditions, not only the quality of solutions declines, but also commitment to the team
erodes because its members no longer identify themselves with the teams' actions. A downward spiral of
reduced effectiveness results.